Now, another report from Schneider Electric called „IoT 2020 Business Report“ delivers some new findings on how large organisations will leverage Internet of Things technologies as a serious business tool by 2020. Their study is based on feedback by 3,000 business leaders from twelve countries.
According to their global survey, 75% of respondents were optimistic about the opportunities IoT presents this year. Almost every second out of three (63%) companies use IoT to improve their customer experience and analyze customer behaviour in 2016. They hope to solve problems faster, achieve better customer service and customer satisfaction ranking.
Furthermore, cost savings in automation seem to be high on the agenda, above all building (63%) and industrial automation (62%). As results showed the improvements in automation technologies almost half of the companies (42%) say they want to implement IoT-enabled building automation systems within the next two years.
The key driver for IoT is mobile for two out of three companies (67%). Thus, they plan to implement IoT via mobile applications this year, and 32% even in the next six months. Again, cost savings of up to 59% is the major driver for IoT implementation.
The confidence is the value of knowledge gathering and sharing already exists inside most companies surveyed. 81% feel that the data and/or information generated by the IoT is being shared effectively throughout the organisation. Fears are lower than expected. Only 41% of respondents connect cybersecurity threats with IoT business challenges.
„We’re past the point of questioning whether IoT will deliver value. Businesses now need to make informed decisions to position themselves to maximise IoT’s value in their organisation.“ Dr. Prith Banerjee, Chief Technology Officer, Schneider Electric
However, Schneider Electric does not only publish numbers of their study but also provides the following predictions that business leaders might take into consideration.
1. The next wave of digital transformation.
IoT will bring operational technology (OT) and IT together while fueling a mobile and digitally enabled workforce: As more companies both expand and deepen their digitisation programmes enterprise-wide, IoT will increasingly take centre stage. This new wave of transformation will be enabled by more affordable “connected” sensors, embedded intelligence and control, faster and more ubiquitous communications networks, cloud infrastructure, and advanced data-analytics capabilities.
2. Insightful data.
IoT will translate previously untapped data into insights that enable enterprises to take the customer experience to the next level: When thinking about the value proposition of IoT, most businesses point to efficiency and cost savings as the key benefits. Yet access to data – including previously untapped data – and the ability to translate it into actionable insights, the hallmark of IoT, will deliver greater customer-service transformation and new opportunities to build brand/service loyalty and satisfaction.
3. Premise-to-cloud confidence.
The IoT will promote an open, interoperable and hybrid computing approach, and it will foster industry and government collaboration on global architecture standards that address cybersecurity concerns: While cloud-based IoT solutions will grow in popularity, no single computing architecture will monopolise their delivery. IoT instead will flourish across systems, both at the edge and on premise, as part of private cloud or public cloud offerings. Making IoT available across heterogeneous computing environments will help end users adopt IoT solutions in the way that best suits their security and mission-critical needs while also offering entities with legacy technology infrastructures a logical and manageable path forward, allowing them to transform over time.
4. Innovations that leapfrog existing infrastructure.
IoT will function as a source of innovation, business model disruption and economic growth for businesses, governments and emerging economies: Just as the Industrial Revolution, birth of the Internet and mobile revolution have driven advancement, innovation and prosperity, so will IoT. Businesses and cities alike will deliver new IoT-enabled services; new business models will emerge; and, in particular emerging economies will have a significant opportunity to quickly leverage IoT without the constraint of legacy infrastructure, essentially leapfrogging old ways. In fact, McKinsey forecasts that 40 percent of the worldwide market for IoT solutions will be generated by developing countries.
5. A better planet.
IoT solutions will be leveraged to address major societal and environmental issues: IoT will help countries and their economies respond to the biggest challenges facing our planet, including global warming, water scarcity and pollution. In fact, survey respondents identified improved resource utilisation as the number one benefit of IoT to society as a whole. In concert with the private sector, local and national governments will embrace IoT to accelerate and optimise current initiatives to curtail greenhouse gas emissions in accord with the breakthrough COP21 climate agreement, whereby 196 countries pledged to keep global warming under the threshold of two degrees celsius.
The Internet of Things has been seen as the main revolution from a technology perspective. The hype seems to be at an all-time high. Real business value is not only saving money though. Customer service improvements, better process optimization and smarter work and life opportunities will have big potential to bring IoT business value to enterprises in the future.
What is your experience on the value of IoT for your business?
The Institute for Business Value at IBM conducted their next study on Millennial called „To buy or not to buy: How Millennials are reshaping B2B marketing“. The research was based on the opinions of 704 Millennial respondents in order to better evaluate their thoughts about
buying habits of those business decision makers oft he future. The respondents had to have at least some degree of purchases power of $10,000 or more. Then,IBM compared the responses of Millennials (1980-1993), Gen X (1965-1979) and Baby Boomers (1954-1964) to see how the strategic buying decisions vary to other generations.
One thing becomes clear, Millennials want simplicity in handling their partners. They value ease of doing business before industry expertise. Compared to Baby Boomers it shows that the later generation was more heading for fast response times from vendors than their attitude to collaborate.
However, cooperation means a lot in terms of buying-decisions for Millennials (56%) and Gen X (64%). These employees claim to make better decisions when involving more colleagues. In contrast, only 39% of Baby Boomers will ask their colleagues for buy-in or recommendations.
In days, when we are all talking about smart and big data, it also shows that Millennials make use of analytics more than their previous generation. Millennials (53%) and Gen X (63%) leverage data to make better business decisions, whereas Baby Boomersare not much keen on using data to drive better purchase value.
Furthermore, Millennials are looking for direct contact with vendors in the sales cycle. When researching for products or services, they tend to get in touch with vendor employees directly. It shows that the days oft he good old sales pitch is over for them. Millennials want authentic and personalized customer experience to establish a better trust basis for the later cooperation. Social Media, chat and instant message are essential for smart collaboration with vendors. However, they want to stay in the driver seat.
„Digital interaction is almost table stakes. The real differentiator is … experiential opportunities to work with vendors. They want a sense of, ‚What would it be like to partner with these guys? Do they have the same values?'“ Carolyn Baird, Global Research Leader, IBM Institute of Business Value
It becomes clear that companies and brands who aim to work with Millennial -by 2020 over 50% oft he global workforce- should prepare themselves for offering deep insights and analytics to speed up the business decision and buying process. What is definitely crucial is to be open for new collaboration habits and a culture of cooperation. Probably the most important insight suggested from the study is that vendor companies need to have a culture of open collaboration and easy access to all employees across the vendor organization when addressing B2B Millennial buyers.
Eyes wide open, the two IBM gentlemen look at me. They sit up right. Professional. Spot On. You can feel their enthusiasm, their expectations are high. Both are social collaboration leaders at IBM, evangelizing on the #newwaytowork. That’s how the software technology company hashtags their latest journey to the revolution of the email as they call the launch of their new inbox communication software „IBM Verse“. You can tell how excited the two managers in front of me are to talk about the IBM success story. The launch seemed to have gone well so far.
On my opening question both face each other, not sure who shall answer. They are professionals in communication, they are prepared. „The term Verse is historic for communication and conversation“, replies Dr. Peter Schuett, Leader Social Business Strategy at IBM. „In times of Goethe, when carriers brought people hand-written letters, all the communication that went to and fro was written in verse.“ The answer surprised me as IBM’s development sounds like a trip in the past.
It is not. For the first time, IBM has taken a new development approach. They made their customers think about the new software solution by inviting customer to their labs, by rethinking email, and by thinking design and customer experience first, based on real customer feedback, input and inspiration. Not the cheapest way to innovate. The product development cost 100 Mio. US Dollars according to them. It has got to be effective from a customer perspective.
For a long time, IBM has been a forerunner in terms of modern workplace technology. Their „Outside the Inbox“ evangelist Luis Suarez has already been preaching for a business world with less emails. We all know the reasons why he was addressing this. People get approximately 127 emails a day. This means emails kills 28% of our daily work-time, and thus of our daily productivity.
With IBM Verse the software technology company wants to shift productivity. Creating a more effective business culture is the aim. From Ed Brill’s perspective, he is IBM’s social business transformation specialist, email should function as a transmitter. Email today should be serving notes like a private letter what Goethe used to do in hand-written form: delivering private information.
„Email is the service forever. But it needs to be a personal service.“ Dr. Peter Schuett, IBM.
Focussing on the new software solution, I brought up the question in which way this is a revolution to email communication. Ed Brill emphasizes that IBM did not want to reinvent the email. IBM wished for a better email. However, IBM wanted to create a new intersection of email, calendar, social media and analytics. That’s what they have done with IBM Verse.
When I showed a bit of my disappointment around the new solution’s capabilities in terms of being an aggregation platform for direct messaging and functionality as an inbox management system in general, Ed Brill rearranges my expectations in bringing the metaphor on suits which might all look different in design but are in a sense all alike from the amount of innovation in style and structure. And by the way, the power users of enterprise email are still personal assistants.
True, sometimes people forget where they stand in the evolution of modern communication. With their „People“ and „Analytics“ functionality, the modern way of a more personalized communication approach seems to get in that social direction in the future. At least, when we compare IBM Verse and Facebook from a superficial point of view. With IBM Verse people also move into the centre of the communication universe which is meant to map the efficiency form content to people. IBM Verse „People“ learns to show the users dynamically who is important to their communication, by hour, meeting and topic of conversation. Obviously, users can also change that and arrange it according to their premises. The world of communication gets filtered more and more.
IBM Verse is definitely a big evolution step in email communication. Still, they could have made it a bit more of a revolution in delivering a multi-messaging and communication management platform in my eyes which integrates direct communication via Facebook, Twitter and others.
Brill agrees that when CEOs wanted to spread the word around some company, product or people changes in the company, IBM was about to use email for that communication. Today, via IBM Connections -the internal use of their own company community platform- gets 7 Mio. accesses a month, and the CEO messages will reach (and achieve more feedback) more people via internal social messaging than via email in the past.
Nevertheless, the two gentlemen did not want to commit to a statement whether IBM Verse and IBM Connections might become one platform in the future. But the approach to one collaborative workplace platform, serves the option to have fewer apps in the future. But hey, there is hope: „Rome was not build in one day!“ summarizes Schuett in the quick Snapshot video interview in the end of our interview, and smiles.
Although many marketers have heard of the analytics, data and technology challenges, a minority of 26% of marketers understand their value for the business they run. This is the latest results of a joint study from VisionEdge Marketing (VEM) and ITSMA Marketing Performance Management (MPM) with input from 380 marketers gives insights on marketing performance and best-practices.
The study shows how marketers can earn an „A“ grade from the C-suite as they understand impact on data for business. The outperforming marketers know how to make performance management a priority. They know how to plan and implement a well-defined and documented road map for performance improvement. While many marketers measure effort and activity, these „A“ grade marketers find the right metrics on ROI efficiency, while building dashboards in order to communicate business benefits of their efforts.
Not surprisingly, „A“ grade marketers know how to align their marketing objectives with business priorities, which are the basis for selecting the right metrics. They understand why their offerings create a bi-directional benefit for customers and shareholders.
Of the top performers, 63% claimed increased customer share of wallet. This is a massive success when compared with 48% of „B“ marketers and 38% of low performing marketers. When monitoring improvements for business growth, 54% of „A“ respondents confirmed improvements in their win rates. This stands against 39% of the „B“ competitors and 25% of laggard marketers.
However, some of you marketers might think you should have the ROI in focus, the „B“ grade marketers
are too much looking for sales figures. They are spot on getting leads for their pipeline and try to map the customer journey intensively. Still, they lose the big picture of the long-term web strategy. The lazy laggard marketers just see the production of marketing campaigns as their target instead of producing and generating real business results, according to the study.
Buyers like cloud solutions and are looking for automation software supporting their sales efforts. These are the main findings of a recent report based on interviews with 385 prospective buyers of new sales force automation software conducted by Software Advice. Two-third of all respondents (67%) stated they are interested in sales automation software solutions for the first time. Those sales leaders with a deployment preference trying to find a new solution these days were prefer a cloud-based solution (96%). Just 4% were evaluating on-premises solutions.
Interesting to see that still one out of four managers (25%) still use spreadsheets or email clients (21%) to handle their sales activities (tracking leads and managing contacts). Furthermore, a big portion do not have a real system in place (22%); these guys still use pen and paper. Those buyers who have got a system in place use commercial customer relationship management (CRM) software (17%), work with industry-specific solutions (8%), or developed their software in-house (3%).
Almost two out of three prospective buyers (62%) argued their top reasons to buy sales force automation (SFA) with improving organizational output and increasing efficiency. Many managers in enterprises (33%) and also in small companies (22%) are dissatisfied with their current sales management solution.
The top requested features that managers are looking for are contact management features in their new sales software (93%). Almost two from three respondents (65%) claimed they need a note-taking feature, so they can keep track of interactions between clients and their sales force. More than every second manager (54%) wants lead management features to be included at every stage of the sales process. Only every forth manager asked for sales reporting and forecasting as an expected feature. Larger companies are a bit ahead in that development as 56% of those expect that functionality for their business, says the report.
One of the questions, we often get is… What kind of apps make money? Now, an interesting recent report by Distimo and Chartboost based on data from 300,000 apps worldwide with 3.8 billion downloads per quarter sheds some light here. In the Apple App Store free mobile applications with in-app purchases (IAP) get most revenue. The report shows that in-app purchases from free apps went up from 46% to 79% in the United States in only two years (Jan. 2012 to Jan. 2014). The leading countries in this app revenue context are China and Japan with the biggest revenue share (94%) generated from freemium business models.
Not surprisingly, Germany is one of those different markets again. Here, just 70% of Germany’s revenue was generated from free apps with IAP. The report makes clear that in Germany a bigger revenue share comes from paid business models. However, this is based on the evolution of efficiency enabling tools such as education or navigation which seem to be tools that the German population uses predominantly.
The APAC region shows the highest average revenue per download (ARPD). The leader being Japan with an average per download revenue of $5.32. Japan gets followed by Australia $3.60 and South Korea $3.40 places two and three. Canada, Germany, United States and United Kingdom almost generate the same amount per download of around $2.30. China came in last with an ARPD of just $0.92.
Still, this does not mean that the profit is as high as it sounds. In order to figure the profit out, Distimo and Chartboost compared the revenue per download (ARPD) to cost per install (CPI) for the leading 250 apps in the games category in 4Q13. Here, the winners were Japan before Australia, South Korea, the United Kingdom, and the United States.
The report shows that there is still money to be made. However, the cost per promotion in the App store or outside the app store should be calculated in. And then, the figures could look massively different…
Sometimes surveys bring out the final truth about the status in which chief marketing officers (CMOs) find themselves in. One of the latest reports by Accenture, titled „Turbulence for the CMO: Charting a Path to the Samless Customer Experience“ was done with 405 senior marketers from 10 countries. It makes clear that almost 4 in 10 CMOs think they don’t have the right set up to manage their business challenges in front of them. They are missing the right tools, resources and people.
The annual survey shows a decline in 5% in preparedness compared to 2011. Especially, the digital transformation is lacking behind. Compared to 2011 10% find it challenging to improve their workforce’s responsiveness to digital shifts. Furthermore, CMOs also stated that they find it difficult to keep up the efficiency of marketing operations (8% increase!).
Some deeper findings indicate what CMOs main interest in the business will be. The most interesting observation in the results is that digital orientation has the biggest gap between importance and performance among the five marketing capabilities.
The top priority for them is profitable growth (87%) and operational efficiency (85%). The good point for agencies and consultants is that CMOs have this as a bigger objective that cutting their marketing budgets (58%). From a long-term perspective, consumer expectations for specific experiences have the biggest impact on marketing strategy (65%).
And I am sure, you will detect some more interesting findings in their infographic.
A recent eye-tracking study called „Benchmarking the Effectiveness of Native Ads“ states that the visual attraction of native ads (52%) is more frequent than with traditional banner ads. The study which used eye-tracking tools was conducted by Sharethrough and the IPG Media Lab with the aim to identify the impact of banner ads of top brand on the web.
The main findings of the study were..
– 71% of respondents described native ads -based on the fact they had previously had a purchase intent- as „personally identify with“; this number stands against only 50% for banner ads
– 32% of respondents argued that a native ad „is an ad I would share with a friend or family member“. However, only 19% would do so with a banner ads
– 25% of respondents looked more on in-feed native ad placements than on banner ads
– Native ads achieve a 18% increase in purchase intent versus banner ads that get a 9% upside for brand affinity.
The interesting point about this study or me was that native ads and editorial content move closer to another. Almost the same percentage of respondents said they looked at native ads (26%) next to editorial content (24%). However, they potentially spend more time viewing the content still compared to native ads.
Is this another proof for the fact that content marketing is increasingly becoming important and moving in the spotlight of companies and brands? Maybe the infographic helps you find an answer to this question…
There were days when I thought it is better to stay out of the discussions around the changed terms and conditions for Frequent Travellers and lounge access. A long time did my trips hit the airports with the lounges where Lufthansa still values the status of a Frequent Traveller (FTL) as a „superior customer“. „Acces granted for FTL passengers!“
Now, in just some weeks it happened to me twice that I got the answer: „Access denied for FTL passengers!“ I think, it is time to write some words in order to give Lufthansa the chance to reply to all the clutter that goes live on the Web. So, Lufthansa – please listen up.
Amsterdam Schiphol and London Heathrow! In both airports Lufthansa cancelled their contracts with the lounge partners for FTL passengers. However, there are rumours going on that in 2014 when the new Terminal 2 opens, that situation might change. True? Wrong? We don’t know! Lufthansa, is not monitoring or listening it seems.
The lounge access topic might have some financial background. Still, I wonder if Lufthansa knows what kind of economical impact this might cause. Lufthansa, do you believe in the power of Social Media? Seeing your massive activities on social networks I assume you do. But, why do you not answer the conversation that is led by some link in position 1 on Google for the quest: „Lufthansa FTL London Heathrow“? Doesn’t that show how much Lufthansa values FTL passengers? Sorry, Lufthansa! In my eyes, you want to get rid of the FTL status. Correct…?
And let me give you another reason why I believe that. I am just illustrating briefly the situation of a business man traveling around Europe quite often, and in my eyes approx. 50 times is often.
If I am allowed to have access to the lounge, I don’t lose time. Time is money, is efficiency, is essential for doing my business. Access means: No need to find a quite and comfortable place, buy my drinks and food, or ask myself why I pay your Bought Media. Lufthansa, understand that FTL passengers think about the benefit of paying you the extra thousand year-on-year to get to that status?
Amsterdam, London, or anywhere else. The lounge is the main value for FTL passengers to continue flying more often with you than with other airlines. No access to the lounge means, I will fly i.e. British Airways, one of you biggest competitors for the UK region. And there are many obvious reasons for this i.e. in London Heathrow: Cheaper flights, newer terminal, nice gates, better shops with more popular brands, a Fish restaurant, and, and, and… Do I have to continue the list? No? Thank you, Lufthansa, for making my time efficient and my critic spot on. That’s what I want you to understand!
In the end, the „lounge-access-thing“ is just a numbers game. I doubt that your stakeholders at Lufthansa is good in understanding how to scale the business. Sorry Lufthansa, but I doubt you are clear about the long-term effect this „multi-level-lounge-access-nonse“ might cause. Why? Let me tell you what happens, if I don’t have access to the lounge. Quite frankly…
No revenue for Lufthansa
Revenue for BA:
(without tax, petrol & stuff – average deal, booked early in advance, etc.)
Personal or Company Win: 80,- EUR
Result: Me or the company can safe money or be drunk & data addicted (ok, I am…), if I spend that on a bar at the gates in Heathrow!
I don’t believe the lounge rent, my two drinks and one sandwich costs those 80 EUR, right? So, not granting access to lounges for FTL passengers on different airport makes me think whether…
a) Lufthansa is testing whether you kill the FTL status.
b) Lufthansa doesn’t appreciate the money of Frequent Travellers.
c) Lufthansa has not made their business homework.
Lufthansa, please tick!
Taken it from an Earned and Owned Media perspective, I would suggest you know how often people fly with you, how much you could do with that, how you could engage on networks, how this would catalyse your brand perception, what that would do with people usually flying some oither airline, how this scales in sales. If not, contact The Strategy Web and we will tell you how Social Media scales your business, Lufthansa, predominantly if it comes along in a positive way.
Did I make the benefit of lounge access clear to you, Lufthansa? Next time I am flying, I will make sure I get my travel assistant check the lounge access before booking the flight. I cannot believe you are not interested in our business (feeding you), our needs (scaling your business) and our money (enabling acceleration and growth)?!
Gimme some arguments why I shall still fly with you when I am busy…??? Come on, Lufthansa!
A recent study by Curata identified the main drivers of content marketing activities in B2B companies. The findings are based on Curata’s poll of 465 B2B marketing professionals in October 2012 from business owners, VPs of Marketing, CMOs, managers, marketing consultants and agencies.
The study explains that content marketing continues to become more and more important for B2B marketers. However, the drivers for content strategies are shifting towards thought leadership and market education.
The results show that 87% of responding B2B marketing professionals use content marketing for business goals targets (5% increase to 2011). Content marketing gets followed by SEO (67%) and event marketing (60%) as further leading channels in marketing strategies in 2012.
Further findings of the study show that although engaging customers (81%) has top priority for their content marketing efforts, thought leadership and educating the market are increasing in their importance for the business. More than half of B2B marketers (56%) state thought leadership as a key objective (13% increase to 2011). Also, educating the market (47%) increased by 3% to last year. Just 24% see SEO as a key objective (still a 5% increase to last year). Former top marketing tactics (print/TV/radio) went down from 32% to 26% this year.
Lead generation is still one of the key marketing goals for B2B marketers according to the survey. Most B2B marketers (82%) see driving sales and leads as their top marketing goal. Establishing thought leadership (42%), increasing brand awareness (40%), or increasing Web traffic (32%) follow in the next places. Content curation is also getting traction as the next step in content marketing. 57% of B2B marketers see it as an important evolution step. However, content curation is in it’s infancy when only 34% of curating content marketers have done it since six months or less. Quite scary I found that a staggering 43% of B2B marketers don’t measure the efficiency of their content marketing efforts. I found interesting that the topic brand advocates was not on the spot in terms of content marketing in this study.